Leadership in health care / Jill Barr and Lesley Dowding.

Includes bibliographical references ([277]-292) and index.

Pt. 1. The individual. 1. The nature of leadership : Relationships between leadership and followership ; Defining leadership ; Health care: a changing context ; Comparing leadership and management ; The art and science of leadership -- 2. What makes a leader : Clinical leaders in health care ; Characteristics of a leader ; Experiences of leaders in clinical practice ; Leadership and followership styles ; Assessing your abilities/skills ; Problem solving styles: the Myers-Briggs Type Indicator (MBTI) ; Reflective practitioner ; Practice mastery: evidence-based practice -- 3. Diversity, values and professional care : What is culture? ; Diversity of values in health care ; Ethnic diversity ; Age diversity ; Gender diversity ; Models of transcultural care ; Leading a culturally diverse team -- 4. Theories of leadership : Evolving theories of leadership ; Leadership as a collection of personal characteristics or traits ; Leadership as a function within an organisation ; Task needs ; The needs of the team ; Needs of individuals ; Leadership as an effect on group behaviours ; Leadership styles ; Emergence of contingency theories ; Fiedler model ; The Vroom-Jago Contingency Model (1988) ; Leadership as an influence on forming an organisational culture ; Anti leadership era ; New leadership --

Pt. 2. The team. 5. Team life : Group and team characteristics ; Value of group/team membership ; Group unity ; Types of groups ; Formation of groups ; Classification of work groups ; Team leadership ; Group conflict ; Leadership teams -- 6. Interdisciplinary and interprofessional working : Definitions of concepts of interdisciplinary and interprofessional ; Experience of interprofessional working ; Contemporary health care practice across acute and community sectors ; Policy, leadership and working together ; Rationale for collaborative working practices ; Effective collaborative teams ; Issues of power and collaboration ; Other challenges to effective interprofessional working ; Communities of practice, tribalism, power and professional identities ; Learning and working together ; Confidentiality and ethical issues ; Interprofessional working and global health -- 7. Communication and leadership : Forms of communication ; Communication networks ; Effective communication ; Motivation and communication ; Development of written and electronic health care records ; Audit ; Active listening ; Neuro-linguistic programming ; Legal and ethical issues -- 8. Problem solving : What is problem solving? ; Problem management ; Traditional and contemporary approaches to problem solving ; The types of problems ; Scientific rational approach ; Intelligence or problem analysis ; Role of creative/intuitive approach in problem solving ; Idea generation or design ; Groupthink ; Choice and decision making ; Definitions of decision making and research ; Styles of decision making ; Application of research -- 9. Managing conflict : The concept of conflict ; Levels of conflict ; Stages of group life and conflict ; Cause of conflict ; Symptoms of conflict or collision ; Consequences of conflict ; Management of conflict ; Conflict management styles ; Cultural influences -- 10. Emotional intelligence : The concept of emotional intelligence ; Preferred learning styles ; The value of emotional intelligence in complex team working ; Positive psychology ; Neuro-leadership --

Pt. 3. The organisation : 11. Theory of organisational life : What is the purpose of an organisation? ; Strategy, structure and systems ; Strategy ; Rational strategy ; Emergent strategies ; Vision, mission and goals ; Leadership and health policy ; Changing government strategy ; Public health, health promotion and policy ; Involvement in the policy-making process ; Structure ; Types of structures ; Organisational roles ; Accountability, responsibility, authority and delegation ; Accountability to the public ; Duty of care ; Employment accountability ; Organisational culture ; Health service systems ; Human resource management (HRM) ; Induction of new staff ; Training and development and the NHS framework for skills and knowledge -- 12. Quality : Historical context of quality movement in health care ; Total quality management (TQM) ; Concept of quality ; Models of quality in the health service ; Clinical governance ; Clinical audit ; Clinical effectiveness ; The NHS performance assessment framework ; Health equity and health equality ; Clinical risk management ; Quality assurance ; Staff development ; Professional development and clinical supervision ; Accountability and quality -- 13. Leadership for change : Defining change ; Theories of change management ; The leader as an instrument of change ; The process of change ; Response to change ; Leading the team through change ; Successful vs unsuccessful change ; Unplanned change ; Planned change ; Experiences for successful change ; Project management ; Planning for change ; Action learning sets -- 14. Conclusions : Rumof chapters ; Leading health care in the future.

'Leadership In Health Care' is an authoritative and timely book that addresses the need for leading skilled and evidence-based care within the context of a performance-measured health service-- Source other than Library of Congress.